The Delicate Interface between Management Accounting and Marketing Management

This paper explores the delicate interface between management accounting and marketing management. Based on the scope of their mutual relationship, a distinction is made between two types of interfaces: informing and integrating. Whereas the traditional management accounting domains, such as budgetary control, are characterized by an informing interface, some recently developed management accounting techniques, such as the Balanced Scorecard, target costing and customer profitability analysis, require an integrating interface. Therefore, although during the last three decades clear progress has been made in strengthening the interface between management accounting and marketing management, there is still much room for further improvement. By its inclusion nowadays of marketing and operational management issues, management accounting has broadened its focus beyond the traditional financial domain. However, the adoption of ideas and concepts from other disciplines may not be enough to internalize a truly multi-disciplinary approach to business problems. A challenging interface between management accounting and marketing management is, for example, measuring the value of brands in monetary terms

University of Groningen

The Delicate Interface between Management Accounting and Marketing Management

van Helden, Jan; Alsem, Karel Jan

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Journal of Accounting & Marketing

DOI:

10.4172/2168-9601.1000179

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van Helden, J., & Alsem, K J (2016) The Delicate Interface between Management Accounting and

Marketing Management Journal of Accounting & Marketing, 5(3), 1-5 [1000179].

https://doi.org/10.4172/2168-9601.1000179

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Keywords: Accounting; Marketing; Management

Introduction

Do marketing people come from a different planet than accounting

people? There are certainly stereotypical examples which may

corroborate an affirmative answer to this question The marketing

professional is the inventor of authentic ways of drawing the attention

of consumers to a product or service He knows how to capitalize on

the desires of the companies that are his clients He is also the man

in the trendy suit And to continue, the famous American television

series ‘Mad Men’ about a New York advertising agency in the 1960s

brings yet another spectrum of characteristics into the limelight:

excessive drinking, too much smoking and not minding the occasional

extramarital affair This picture contrasts sharply with the ways of the

accounting professional No grand and turbulent life for him He is

good at figures; a true bookkeeper, he is careful and prudent, keeps his

back straight and does not swim with the tide In daily life his pendant

is that of the family man wearing a neat suit from Marks and Spencer

or C&A

Obviously the above characterizations are stereotypes-if it were

only because both professions are mainly associated with men-but

they certainly have an element of truth in them Rather than focusing

on the personal characteristics of professionals or researchers in

marketing or management accounting, this paper tries to reveal the

interfaces between these two professions and related disciplines In

particular, two questions will be answered: what are the issues on which

management accounting and marketing show an interface, and what is

the type of these interfaces? We will make a distinction between two

types of relationships or interfaces: an informing interface means that

marketing and accounting professionals or disciplines mainly transfer

information without becoming involved in one another’s domains; an

integrating interface implies that professionals or disciplines in both

domains need to coordinate and collaborate in solving a particular

problem.1

This paper is structured as follows After addressing the management

control philosophy which underlies the concepts of marketing

1 Roslender and Hart make a somewhat similar distinction between a traditional,

transitional and synergistic relationship 2003; 263-265.

management and management accounting,the subsequent sections will discuss the interface between four management accounting domains and marketing, i.e., budgeting, performance measurement, cost management, and capital investment.In our discussion of the various interfaces, we have taken the management accounting perspective as the starting point, while distinguishing between informing and integrating interfaces.The closing section presents a summarizing table and makes some recommendations

Sharing a Management Control Philosophy

There are many types of control systems Anthony [1], one of the founding fathers of the control discipline, makes a distinction between ‘operational control’ (‘task control’), ‘management control’ and ‘strategic control’ ‘Operational control’ refers to the concrete execution of guidelines leading to direct production results in the

‘workplace’ ‘Strategic control’ is aimed at verifying whether the strategy chosen is still valid, and if not, how it can be adjusted to the changed circumstances ‘Management control’ is the link between the strategy resulting from the ‘strategic control’ and the ‘operational control’ Each of these control systems are focussed on specific control issues All systems, however, have in common that they influence the behaviour of the organization’s members, helping them to achieve the organizational goals in a more effective and efficient manner [2] The most commonly used form of management control is budgeting, which forms part of the management accounting toolkit A budget is a plan of activities to be executed in a specific period, often a year, formulated in

*Corresponding author: Jan van Helden, Faculty of Economics and Business,

University of Groningen, The Netherlands, Tel: +31 50 363 9111; E-mail: g.j.van.helden@rug.nl

Received February 06, 2016; Accepted June 22, 2016; Published June 28, 2016 Citation: van Helden J, Alsem KJ (2016) The Delicate Interface between

Management Accounting and Marketing Management J Account Mark 5: 179 doi:10.4172/2168-9601.1000179

Copyright: © 2016 van Helden J, et al This is an open-access article distributed

under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.

The Delicate Interface between Management Accounting and Marketing Management

Jan van Helden 1 * and Karel Jan Alsem 1,2

1 Faculty of Economics and Business, University of Groningen, The Netherlands

2 The Hanze University of Applied Sciences, Groningen, Netherlands

Abstract

This paper explores the delicate interface between management accounting and marketing management Based

on the scope of their mutual relationship, a distinction is made between two types of interfaces: informing and

integrating Whereas the traditional management accounting domains, such as budgetary control, are characterized

by an informing interface, some recently developed management accounting techniques, such as the Balanced

Scorecard, target costing and customer profitability analysis, require an integrating interface Therefore, although

during the last three decades clear progress has been made in strengthening the interface between management

accounting and marketing management, there is still much room for further improvement By its inclusion nowadays

of marketing and operational management issues, management accounting has broadened its focus beyond the

traditional financial domain However, the adoption of ideas and concepts from other disciplines may not be enough

to internalize a truly multi-disciplinary approach to business problems A challenging interface between management

accounting and marketing management is, for example, measuring the value of brands in monetary terms

Citation: van Helden J, Alsem KJ (2016) The Delicate Interface between Management Accounting and Marketing Management J Account Mark 5:

179 doi:10.4172/2168-9601.1000179

Page 2 of 5

monetary terms The budget plays a key role in the planning and control

cycle: it specifies the desired activities and their financial consequences

(planning), but also offers a guideline for assessing the execution of

the plan (controlling) The nature of the deviation between the budget

(plan) and its realization may give rise to corrective measures

The general control philosophy indicated above is also used in the

domain of marketing management Kotler and Keller [3], for example,

consider the marketing plan as the main instrument for the direction

and coordination of a firm’s marketing efforts After its implementation,

the plan is monitored and its results are diagnozed, which may lead to

corrective actions In this way planning and control efforts are clearly

associated with the context of marketing management

The management control philosophy shared by the management

accounting and marketing management disciplines offers opportunities

for several interfaces First, the annual budget generally includes

marketing expenses, such as distribution and advertising costs,

which implies that marketing activities as well as production and

administrative activities form an essential part of the corporate-wide

planning and control cycle As such the marketing budget is the

financial condensation of the marketing plan Second, an obvious

link between marketing management and management accounting

relates to the concept of strategic management accounting, which

is in the words of Roslender and Hart [4] a form of management

accounting “that is focused externally, on the final goods market, and

which is concerned with products, customers and competitors.” As we

will see in the subsequent sections, specific management accounting

instruments have been developed during the last three decades to help

execute strategic management accounting tasks These instruments

serve as important facilitators of the interfaces between marketing

management and management accounting

Budgeting

In order to clarify the role of sales as an important marketing

variable in the budgeting process, the concept of the master budget is

relevant According to Bhimani et al [5], the master budget coordinates

all the financial projections in the organization’s individual budgets in

a single organization-wide set of budgets for a given time period” [6]

The master budget contains a number of separate but interdependent

budgets Composing the sales budget, which specifies the targeted or

expected sales volumes and sales prices, is the first stage in preparing

a master budget Based on the sales budget the production budget

can be determined, which subsequently provides the input for the

different types of cost budgets The interdependence among the various

budgets becomes particularly visible when a given set of budgets does

not meet the profit target required In this case these budgets may

be reconsidered, varying from higher revenues (due to higher sales

volumes and/or prices) to better profit margins (due to higher prices

and/or lower costs).2

After the separate independent budgets have been established,

they can be executed At various intervals during the execution of the

budgets the actual and budgeted figures can be compared to determine

the desirability of corrective actions This is the control function of

the budget The management accounting discipline has developed

quite an advanced toolkit for supporting this control function This

toolkit, called variance analysis, divides the differences between the

2 Traditional budgeting is criticized for its bureaucracy and rigidity, which has been

an impetus for the establishment of the beyond budgeting movement in which

greater importance is given to benchmarking, including marketing-related data,

such as relative market positions (Player, 2003).

actual and the budgeted profits into various components, first into revenues and cost variances, and second into the various revenue and cost subvariances In this paper a mere focus on revenue subvariances will suffice because the marketing-management accounting interface is shaped by the sales- rather than the cost-side The comparison of the actual and the budgeted revenues can be decomposed into the sales price and the sales volume variance In a multi-product setting a further specification of the volume variance makes sense A distinction can be made between a market size and a market-mix variance [5] Without going into too much detail, a market size variance can be defined as the difference between the total actual and the total budgeted sales volumes (at the budgeted sales-mix percentages and the budgeted sales prices), while the sales-mix variance is the difference between the actual and the budgeted sales-mix (at the actual sales volumes and the prices budgeted) Consequently it may occur that the market-size variance

is favourable (with more units sold than budgeted) whereas the sales revenue variance is unfavourable because of the deterioration of the sales-mix, which means that relatively more low-priced units are sold

at the expense of high-priced units

These two interfaces between marketing and management accounting (i.e the role of the sales budget in the budgetary process and the analysis of revenue variances) merely point to an informing relationship Sales data inform the start of the budgeting process, while information about market size and market-mix variances

is transferred by the management accounting professionals to the marketing professionals in the company, enabling the latter to revise the sales policy In principle, neither collaboration nor coordination takes place between the two groups of professionals; they remain rather detached Only in the case of pressure to realize higher profits may the interdependence among the various budgets, as discussed above, lead

to forms of mutual consultation between the marketing and accounting professionals

Performance Measurement

Management accounting has been criticized for its focus on the short-term financial performance of firms by using indicators such

as annual profit and return on investment In response to this type

of criticism, so-called multidimensional performance measurement systems have been developed over the last twenty five years One of the most well - known systems is the balanced scorecard (BSC), introduced

by Kaplan and Norton [7].3 The BSC allows managers to assess the performance of their firm from four different perspectives: the customer, internal, innovative and financial perspective The underlying ideas are that a performance measurement system is strategy-driven (so the strategy determines the system’s content), that it safeguards the organization against suboptimization (by emphasizing diverging aspects of the business), that it combines short-term and long-term issues (such as financial results and innovative activities, respectively) and that it is concise (it contains a limited number of indicators) Through its customer perspective the BSC, as a management accounting tool, attaches some importance to marketing aspects Possible examples are the market share of the firm’s product line and the extent of customer loyalty Here we see an informing interface between marketing and management accounting In a later publication Kaplan and Norton [8] seem to opt for an even more ambitious interface They observe two levels of causal links, namely between the different performance perspectives, and within these perspectives between the

3 Other partly similar multidimensional performance measurement systems are the EFQM model (Sandbrook, 2001) and the performance pyramid (Lynch and Cross, 1995).

various performance indicators A firm has to consider, for example,

how the development of new products (innovative perspective)

influences customer loyalty (customer perspective), which in turn, may

improve its profitability (financial perspective) This search for causal

links in the performance measurement system requires a dialogue

between marketing and management accounting professionals which

may result in an integrating interface

Customer profitability analysis, which has recently become

increasingly important, examines how individual customers or groups

of customers differ in their profitability [5].4 There are several reasons

why examining customer profitability differs from investigating

product profitability First, customers may buy a bundle of partly

complementary products provided by a certain supplier, for example

a deposit, a mortgage or insurance services from a bank, or purchase

a new car from a car dealer, including its maintenance Second,

marketing costs, such as costs concerning sales contacts, order taking,

invoicing and transport differ from production costs in terms of their

cost drivers [5] Third, cost calculations mostly concern the yearly costs

of particular objects, such as products or organizational units, whereas

the costs throughout the lifecycle of a product are more important from

a customer perspective Product complementarity, specific marketing

costs and the product lifecycle all point to elements of marketing

reasoning that have been adopted within a management accounting

technique

The field of management accounting could benefit from the recent

findings about customer profitability in the marketing discipline

As shown by Gleaves et al [9], this discipline has developed new

constructs such as customer lifetime value, customer equity and

brand equity, which rather than customer profitability are all focused

on future accounting periods [10] Ultimately, customer profitability

has to contribute to the accomplishment of the company goals, such

as profit and shareholder value Hoekstra and Leeflang [11] point to a

research pattern that associates marketing efforts, via the influence of

intermediate variables such as customer lifetime and brand equity, with

the above indicated company goals [12] Therefore, a dialogue between

marketing and management accounting aimed at the realization

of an integrating interface could enrich management accounting’s

understanding of the mechanisms that influence customer profitability

Cost Management

While the traditional management accounting provides a toolkit

for calculating the full product costs for pricing purposes, Japanese

engineers are considered as the inventors of an opposite line of costing

reasoning, called target costing [5,6,13] Target costing is concerned

with the cost management of new products It is based on the trade-off

between customers’ valuation of product attributes and the price these

customers are willing to pay for them The target costs are established if

a proper balance is reached between the product attributes and the price

at a favourable profit margin Since the target cost is often higher than

the costs of already existing products containing (partly) comparable

attributes, cost management techniques-such as value engineering

- are required to identify the appropriate combinations of the future

product prices, attributes and costs Target costing is thus

market-driven and future-oriented The scope of the discussion between the

marketing and accounting professionals about the pros and cons of

4 Customer profitability analysis includes both cost accounting and performance

measurement aspects As part of management accounting, cost accounting is

traditionally predominantly involved calculating the full costs of products, for,

among other goals, pricing and cost control (see for example, Bhimani, et al., 2008,

chapters 3-6 and 11; Horngren, et al., 2011, chapters 12-14)

the various alternatives of future sales prices, product attributes and feasible engineering opportunities for the production of new products may give rise to consulting and/or collaborating interfaces between the two domains However, Roslender and Hart, Foster and Gupta [4,14] have observed that in practice target costing is more relevant

in the accounting-engineering interface (with cost tables and value engineering) than in the accounting-marketing interface Therefore, the latter merely has an informing character

Lifecycle costing resembles target costing in terms of its long-term focus It concerns the total costs incurred by the customer during the entire cycle of the product [5,15] Lifecycle costing includes the whole value chain of a product from its design, production and distribution

to post-purchase elements, such as maintenance activities associated with durable consumer goods Also here marketing elements form an input throughout most stages of the value chain, suggesting the need for an integrating interface between the marketing and accounting domains

Activity-Based Costing (ABC) was developed in the 1980s as

a response to the increasing complexity of the production and distribution processes, which was insufficiently reflected in the cost systems that allocate costs on the basis of production volume-related measures [5,6,16] ABC’s two main views are that cost behaviour differs per type of activities and that the costs of activities are dependent on non-volume-related measures, such as the number of the production batches and invoices This also holds for marketing costs Various components of marketing costs can be distinguished, relating to, for instance, the number of sales contacts, the number of transports, or the number of advertising outlets In order to gain a better insight into cost behaviour ABC can be used in combination with the two cost management methods described above, i.e target costing and lifecycle costing Foster and Gupta [14] have made a plea for increasing the understanding of the variability of marketing costs as related to, for example, individual customers, customer groups and the company

as a whole Shank and Govindarajan [15] elaborate on the strategic cost drivers related to the value chain Whenever it is necessary to develop marketing-specific cost drivers or use value-chain cost drivers, such as competitiveness in distribution or price-product attributes, the application of ABC requires an integrating interface between accounting and marketing professionals

Capital Investment

Measuring the effects of marketing investments has remained

an important topic in the marketing field for many years Marketing journals pay a lot of attention to understanding the effects of marketing mix instruments The well-known Marketing Science Institute (2013) mentions in its 2014-2016 Research Priorities “Measuring and Communicating the Value of Marketing Activities and Investments’

as the number 2 priority Specific research questions include: ‘What measures should be used to evaluate short-term customer response and long-term brand building effects?’, and ‘How should ‘soft’ (attitudinal) and ‘hard’ (behavioral) metrics be combined to measure marketing activities?’ In their paper about the marketing-accounting interface Klaus et al [17] also stress the importance of “analyzing the translation from value creation processes to the monetary dimension” Clearly there is a call for action that stimulates marketing to learn from accounting

Although linking marketing to management accounting can help to assess the financial value of marketing activities, this does not mean the big solution to measuring marketing effects The key value accounting

Citation: van Helden J, Alsem KJ (2016) The Delicate Interface between Management Accounting and Marketing Management J Account Mark 5:

179 doi:10.4172/2168-9601.1000179

Page 4 of 5

can provide is in bridging the gap between consumer related brand

dimensions, such as brand loyalty or brand awareness, and monetary

dimensions, especially the value of a brand Marketing researchers

currently use and test a diversity of customer and brand dimensions

Yoo and Donthu [18], for example, developed and validated a brand

value instrument consisting of dimensions related to brand awareness,

brand loyalty and overall brand equity The advantage of using

attitudinal metrics is that they can be relatively easy quantified using

questionnaires Another advantage of using multidimensional brand

equity metrics is that they provide more diagnostic insights, relevant

for marketing strategy developments Keller [19] makes a comparison

with a pilot in a plane, having to ‘look’ at many ’instruments’ instead of

just keeping an eye on one meter

Knowing the monetary value of a brand is important in specific

other situations than daily marketing routine, such as mergers or

acquisitions An example is that three Dutch entrepreneurs bought the

brand name of the Dutch department store V&D in June 2016, only

two months after V&D got bankrupt Several institutions regularly

publish rankings of the value of brands In their published list in

2014 Milward Brown for example computed the ‘value of Google’ to

be about $568 billion, the most valuable brand in 2014” Although

interesting to know, for marketing research these data are hardly useful

for two reasons First, sometimes the figures are computed by research

or consultancy agencies that are not willing to provide the way in which

the figures are constructed So, there is a lack of transparency Second,

the yearly availability of these figures is far too less to have a sufficient

data set for statistical inferences about causality Compare this with

the big data sets available from for example social media consumer

behavior, or from online buyer behavior or even from simply buying

products in stores leading to large data sets with daily scanner data,

which was the ‘big data issue’ at the end of the previous century when

online media and online big data did not exist Due to the very limited

availability of monetary brand data, until now marketing researchers

are hardly able to relate marketing investments to monetary brand

metrics The ultimate goal of measuring marketing effectiveness is in comparing investments with monetary marketing results [17] This relates to capital investment as one of the topics studied within management accounting It aims to compare the capital investments requiring relatively large amounts of resources at the start of a lifecycle with the revenues minus the expenses throughout this lifecycle [6]

We envisage that management accounting could be of great value for marketing in finding ways to compute the monetary value of brands,

on a regular day-to-day basis, thus opening possibilities for conducting disaggregated statistical analyses of marketing investments When a straightforward analysis of brand revenues and costs is feasible, the interface between both disciplines is mainly informing However, when finding monetary values of brand awareness and brand loyalty are complicated, an analysis based on well-funded estimations of the related revenues and costs including their underlying risks, requires an integrating interface between management accounting and marketing

Summary and Recommendations

Table 1 summarizes our analysis of the interfaces between marketing management and management accounting The table shows that particularly traditional management accounting domains, such as budgetary control, are characterized by an informing interface, while some recently developed management accounting techniques, such

as the Balanced Scorecard, target costing and customer profitability analysis, already show an integrating interface So although during the last three decades progress has been made in strengthening the interface between management accounting and marketing management, there

is still much room for further improvement [20] We highlight some routes to proceed (Table 1)

First, it seems that management accounting textbooks merely pay lip service to the marketing management, and vice versa According to Gleaves et al [9], a construct such as customer profitability analysis

Management accounting

domain

Interface with marketing management Interpretations and comments

Budgeting A1 Budgeting of the marketing function A1 Marketing activities form part of the corporate-wide planning and

control cycle (informing interface).

A2 Price and sales volume expectations as starting point in budgeting process.

A2 Marketing data are mainly informing a predominantly accounting-oriented process.

A3 Analysis of revenue variances between actual and budgeted figures, separating price and volume variances, and further subdividing volume variance into market volume and market-mix variances.

A3 Various types of revenue variances are calculated in the accounting realm, but further interpretation and decision making are left to marketing professionals (informing interface).

Performance measurement B1 Broadening performance measurement systems beyond

financial domains and including marketing domains, such as in the BSC (Balanced Scorecard).

B1 Broadening the performance measurement systems in order to enhance their relevance to specific strategic decision making, giving rise

to an c integrating interface with marketing.

B2 Design of metrics for measuring customer profitability B2 A dialogue between marketing and management accounting (an

integrating interface) can enrich management accounting’s understanding

of the mechanisms that influence customer profitability.

Cost management C1 Activity-Based Costing (ABC), emphasizing the importance of

value-chain specific variables causing cost variations. C1 Assessment of value-chain specific variables, such as competitiveness in distribution or price-product attributes, requiring an integrated interface

with marketing.

C2 Target costing as a market-driven tool for the cost management

of new products.

C2 Future market opportunities relative to competitors are the primary input for a target full-cost; input from marketing professionals varying between informing and integrating (the latter if the feasibility of alternative product specifications needs to discussed).

C3 Lifecycle costing, attaching importance to the expected revenue and cost patterns throughout the whole lifecycle of a product.

C3 Requires extensive integration with marketing professionals regarding cost/benefit aspects of the use of marketing mix components

at the various stages of the product lifecycle.

Investment analysis Investment appraisal of brands by translating concepts as brand

awareness and brand loyalty into monetary values.

Potentially requires an integrating interface, given the complications of these translations and the risks associated with future revenues and costs.

Table 1: Summary of interfaces between four main management accounting domains and marketing management.

J Account Mark Volume 5 • Issue 3 • 1000179

is, for example, only dealt with in about 40% of both marketing

management and management accounting textbooks Marketing

textbooks however, also discuss related constructs which are not

discussed in management accounting textbooks, such as, in particular,

customer lifetime value and customer equity And although such

a disciplinary specialization makes sense, the creation of interfaces

between marketing management and management accounting

definitely requires greater attention, because an effective approach to

solving business problems often needs the integrated use of various

business administration disciplines In addition to a similar coverage

of relevant issues in the marketing management and management

accounting textbooks, business cases are particularly suitable for

accomplishing this goal

Second, the development of a common vocabulary for addressing

similar topics is important In this respect, it is easier to align marketing

management with management accounting than with financial

reporting Generally speaking, financial reporting standards do not

allow the capitalization and subsequent amortization of marketing

expenses, whereas the management accounting has more discretion

to the valuation of expenses (for example marketing expenses) as

investments [14] This is particularly important in the light of customer

profitability analysis, which assesses costs and benefits beyond an

annual time span [11,20] In addition, our understanding of

multi-dimensional performance measurement systems such as the Balanced

Scorecard could be enriched if marketing and accounting performance

indicators were linked more convincingly In this respect measuring

the value of brands in monetary terms is also a challenging area of

integration between the two disciplines

Third, a sustainable interface between both disciplines may also

be stimulated by research projects jointly conducted by marketing

management and management accounting academics [4,14] According

to Roslender & Wilson (2008, p 873), new ways of valuating attributes

to customers could be a promising area for this type of research [20]

Another future research topic could be deepening our understanding

of the possible collaboration patterns between different functions

within the firm, such as marketing and accounting Research by Luo

[21] indicates that a simultaneous cooperation and competition among

departments improves firms’ customer and financial performance A

study of the various competition and cooperation instruments used in

the context of budgeting and rewarding activities could increase this

understanding A related research issue could be a further exploration

of the various types of interfaces between management accounting

and marketing management; here we have constrained ourselves to an

informing and integrating interface, but a more nuanced spectrum of

interface types could be advisable [22]

The management accounting discipline has broadened its focus

beyond the traditional financial domain, now also including marketing

and operational management issues However, the use of ideas and

concepts from other disciplines might be insufficient in internalizing

a multi-disciplinary approach to business problems Currently

the connection between management accounting and marketing

management could be characterized more as a living-apart-together

arrangement than as a full-fletched relationship

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Citation: van Helden J, Alsem KJ (2016) The Delicate Interface between

Management Accounting and Marketing Management J Account Mark 5: 179 doi:10.4172/2168-9601.1000179